Explore what binds and divides for reconciliation

In this section, you can extract a country specific profile from our database to compare it to another. This will help you to develop on your journey to developing understanding that reconciliations rather than choosing between two desired states lead to more sustainable results, it is not about choosing either/or, it is rather with  through/through :

  • The 7 dimensions model;
  • the principal cultural differences in doing business and managing in the selected country.

The Trompenaars' database is one of the richest sources of social and business constructs. The raw data comprises responses from over 100000 respondents in over 140 countries. The database has been subject to detailed critical statistical testing and analysis and data mining.

Cultural data, cultural stereotypes and differences have been assessed across countries, organization types, business and market segments, gender, functional area, age, and other variables.

For more information, please go to Culture for Business app.

People from United States have a strong orientation towards rules.

People from United Kingdom tend to score highly towards rules on this dimension.

Dimension explanation (Universalism/Particularism)

This dimension concerns the standards by which relationships are measured.

Universalist societies are based on rules: their members tend to feel that general rules and obligations are a strong source of moral reference. They are inclined to follow the rules and look for "the one best way" of dealing equally and fairly with all cases (even when friends are involved). They assume that their standards are the right standards, and they attempt to change the attitudes of others to match theirs.

Particularist societies are predominatly based on relationships: particular circumstances that lead to exceptions are more important than rules. Bonds of exceptional relationships (family, friends) are stronger than any abstract rules, therefore the response to a situation may change according to the circumstances and the people involved. The members of particularist/relationship based societies often argue “it all depends.”

Implications

Although people from United States are a little more rule oriented than the average from United Kingdom, in many respects you have a similar orientation on this dimension. Note that there may be differences in the way that cultures express their cultural orientation. So study the bullet-points below:

When doing business with people from United Kingdom:
  • do not take personal, 'get to know you' attitudes as small talk
  • expect to take more time
  • carefully consider the personal implications of your legal 'safeguards'
  • present a more flexible attitude, but do not give too much away.
When managing people from United Kingdom:
  • build informal networks and create private understandings
  • seek fairness by treating all cases on their special merits
  • often take a less formal approach to systems and procedures.
We suggest you examine the other dimensions where there may be greater differences for you to consider.

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People from United States have a strong orientation towards the individual.

People from United Kingdom tend to score highly towards individuals on this dimension.

Dimension explanation (Individualism/Communitarianism)

This dimension is about the conflict between an individual's personal desires and the interests of the group to which one belongs to. Do people primarily regard themselves as individuals or as part of a group?

In a predominantly individualistic culture, people are expected to make their own decisions and to only take care of themselves and their immediate family. Personal freedom and individual development are the fundamental to get a higher quality of life. Decisions are often made on the spot, without consultation, and deadlocks may be resolved by voting.

In contrast to this, members of a predominantly group oriented society place the interest of the community before the individual, whose main responsibility is to serve the group. By doing so, individual needs will be taken care of naturally. The quality of life for the individual is seen as directly dependent on the degree to which he or she takes care of fellow members, even at the cost of individual freedom. People are are mainly oriented towards common goals and objectives. They are judged by the extent to which they serve the interest of the community, that provides help and protection in exchange for a strong sense of loyalty. Negotiation is often carried out by teams, who may withdraw in order to consult with reference groups. In the decision making process, discussion is used to reach consensus.

Implications

Although people from United States are a little more oriented towards the individual than the average from United Kingdom, in many respects you will have a similar moral point of reference and find communication good with considerable empathy. Some caution is necessary because there may be a different emphasis to what is a group orientation. Is the emphasis on 'We' the immediate or extended family or does the 'We' refer to the team that are collaborating on the business project who developed a strong group identity?

We suggest you examine the other dimensions where there may be greater differences for you to consider.

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People from United States adopt a very low personal involvement towards business.

People from United Kingdom tend to you adopt a lower rather than higher involvement in business.

Dimension explanation (Specific/Diffuse)

Generally, people from specific oriented cultures begin by looking at each element of a situation. They concentrate on hard facts, analyze the elements separately, then put them back together again, viewing the whole as the sum of its parts.

People from diffusely oriented cultures see each element in the perspective of the complete picture. All elements are related to each other and they can be combined into a whole which is more than simply the sum of its parts.

This dimension also concerns the degree to which we involve others in relationships: do we engage them in specific areas of life and single levels of personality or do we involve them in multiple areas of our lives and several levels of personality at the same time?

Specifically oriented individuals are "low involvement": they engage others in specific areas of life, affecting single levels of personality. In such cultures, a manager separates the task relationship with a subordinate from the private sphere.

Diffusely oriented individuals are "high involvement": they engage others in multiple areas of life, displaying several levels of personality at the same time. In these cultures, every life space and every level of personality tends to be interwoven.

Implications

Although people from United States adopt a slightly lower degree of involvement than the average from United Kingdom, in many respects you will have a similar orientation. Obviously you will get more involved in some business relationships than others.

We suggest you examine the other dimensions where they may be greater differences for you to consider.

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People from United States conceal rather than display emotions.

People from United Kingdom tend to conceal rather than display emotions.

Dimension explanation (Neutral/Affective)

This dimension focuses on the degree to which people express emotions, and the interplay between reason and emotion in human relationships.

In affective cultures, emotions are spontanously displayed: moods and feelings aren't hidden or bottled up. On the contrary, the expression of emotions is acceptable or even required, as a sign of sincerity, attachment to what you are doing and a factor of trust.

In the so called neutral cultures, people are more reserved and don't openly display emotions as they are taught that it is incorrect to overtly show them. Not expressing emotions is seen as a positive sign of self-control and reason dominates one's interaction with others.

Implications

People from United States score similar on this dimension to the average from United Kingdom.

You may not be aware of the importance of how emotions are displayed when doing business with these cultures because it is of a similar degree to your own. However, now we have drawn your attention to the importance of emotion as a sign of non-verbal leakage, you may find it helpful to consider what extra information you can gain from emotions when doing business.

Also, please study the other dimensions where you may score more differently to your business partner(s).

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People from United States have a very high achievement orientation (what you do).

People from United Kingdom tend to adopt a high achievement orientation (what they do).

Dimension explanation (Achievement/Ascription)

This dimension focuses on how personal status is assigned.

In "achievement-oriented" societies the status is a reflection of performance, of what an individual does and has accomplished. In short, "you are what you do."

On the other hand, in the so called "ascribed" cultures, status is a reflection of what you are and how the other individual within a group (community and/or organization) relate to you. Factors like age, class, gender, education, etcetera are fundamental in attributing status. In short, taking it to the extreme, in this type of culture "you are what you are from birth."

Implications

Although people from United States score with a greater orientation towards achievement than the average from United Kingdom, in many respects you are relatively similar.

Remember that the way that status may be ascribed may be different. In some cultures age may give ascribed status whether in others it derives the family name or family background for example.

Also, please study the other dimensions where you may score more differently to your business partner(s).

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People from United States have a very high orientation towards the future.

People from United Kingdom tend to be more future than past oriented.

Dimension explanation (Past,Present,Future)

This dimension reflects the relative importance given to past, present and future.

If a culture is predominantly oriented towards the past, the future is often seen as a repetition of past experiences.

In a culture predominantly oriented towards the present, day-by-day experiences tend to direct people's lives.

In a future-oriented culture, most human activities are directed toward future prospects. In this case, the past is not considered to be vitally significant to the future.
In business, this may manifest:
  • for past oriented cultures as emphasis on projects successfully completed as evidence of capability;
  • for present societies as a "come and see what we are doing now" approach;
  • for future oriented cultures through emphasis on research and innovation.

Implications

Although people from United States tend to focus more on the future than the average from United Kingdom, in many respects you are relatively similar.

However, even with this similarity, there may be a difference between the time horizons - how long ago the past was and how far away the future is. This can manifest in some cultures that adopt more longer term planning, while others focus on the current quarter's results. Please study the other dimensions where you may score more differently to your business partner(s). Also, review the dimension Single v Multi-tasking as this is another aspect of structuring time and this may be more relevant to you.

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People from United States are more single than multi-tasking.

People from United Kingdom tend to have a high orientation towards single tasking.

Dimension explanation (Sequential/Synchronic)

This dimension focuses on how people structure time, ranging from a sequential/single task approach to a synchronic/multi tasking one. In business, how people structure time is important with how we plan, strategize and co-ordinate our activities with others.

People who structure time and tasks sequentially view time as a series of passing events. They tend to do one thing at a time, and prefer planning and keeping to plans once they have been made. Time commitments are taken seriously and staying on schedule is a must.

On the other hand, synchronically oriented people view past, present, and future as being interrelated. They usually have a multi-tasking approach and do several things at once. For them, time is flexible and intangilble, therefore they are less concerned about what single-tasking cultures define as punctuality. Time commitments are desirable rather than absolute, plans are easily changed as more value is placed on the satisfactory completition of interaction with others.

Implications

Although people from United States tend to focus more on multi, rather than single tasking than the average from United Kingdom, in many respects you are relatively similar.

However, even with this similarity, there may be a difference between the relative imperatives of past, present and future in terms of how time is structured as well as time horizon - how long ago the past was and how far away the future is. This can manifest in some cultures that adopt more longer term planning, while others focus on the current quarter's results.

Please study the other dimensions where you may score more differently to your business partner(s). Also, review the dimension 'Past, Present and Future' as this is another aspect of structuring time and this may be more relevant to you.

Do you want to learn more about this dimension?

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People from United States have a very high orientation to taking control.

People from United Kingdom tend to be balanced between the extremes.

Dimension explanation (Internal/External)

This dimension concerns how people relate to the environment and the perceived degree of control over it.

Internally controlled people have a mechanistic view of nature: it can be dominated once one has understood how it functions by developing suitable instruments for influencing it. This mechanicistic view of the environment favors a feeling of internal control: people seek to take control of their lives and see their own internal perspective as the starting point for determining the ‘right’ action. In business this translates into a "technology push" attitude.

In contrast, cultures with an externally controlled (or organic) view of nature, assume that human beings are controlled by nature and unpredictable external forces such as fate, chance and the power of others. For this reason, they tend to "go with the flow" and orient their actions towards others. In business, this attitude leads to a "market pull" approach, that implies focusing on and responding to the environment and the need of the customers.

Implications

People from United States have a relatively greater orientation towards Taking Control than the average for United Kingdom who are less extreme.

You will be doing business with people who tend to follow the ups and downs of the business cycle. The seek harmony, quiet and peace and avoid conflict. They often have a very flexible attitude and are willing to compromise in order to keep the peace. They focus more on others rather than their own self interest.

When doing business with people from United Kingdom:
  • maintain good relationships, don't show aggression;
  • doing business is a long process based on patience;
  • try not to make decisions to quickly;
  • try for a win-win which is harmony to all;
  • softness, persistence, politeness and long, long patience will get rewards;
  • it is most important to 'maintain your relationship'. Win together, lose apart.
When managing people from United Kingdom:
  • facilitate people who are going in the right direction and steer them towards issues than need attention in a non-conflict manner;
  • give positive feedback through help and strokes. Discuss negative issues but do not punish;
  • try to see their point of view;
  • achieve congruence among various people's goals;
  • try to reinforce the current directions and facilitate the work of employees;
  • give people time and opportunity to quietly work through conflicts; these are distressing;
  • management-by-environments works if everyone is genuinely committed to adapting themselves to fit external demands as these shift.
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